S11-1 The cooperative planning approach in health promotion: Theoretical foundation, theoretical classification and key elements

Abstract Background Implementing effective physical activity (PA) interventions into routine practice is challenging once research funds run out, and only a minority of programs are successfully moved from research to practice settings and become embedded in a system. Participatory approaches are seen as a means to overcome this trap and sustainably implement and scale-up programs. This presentation provides methodological and methodological overview of the cooperative planning approach (CP), a participatory method increasingly used in PA promotion in the last years. Methods We reviewed the literature to trace the origins of the CP approach, outline its basic theoretical foundations, and summarize its central components and procedures. In addition, we compiled a structured overview of previous CP projects to highlight potential application contexts of the approach. Building on the results of a scoping review, we position the CP method within the body of existing participatory approaches based on Arnstein's ladder of participation. Results From a theoretical point of view, CP can be traced to the literature on knowledge co-creation and participatory research. It bears conceptual similarities with various organization-based planning methods. There are several distinctive characteristics that set it apart, including (a) the heterogeneity and expertise of participants, (b) a specific process sequence, (c) key success indicators, and (d) structured outputs. Variations of the approach have been successfully employed in sports development and physical activity promotion for target groups across the life-course. Positioning CP within the universe of existing approaches shows that it offers comparatively high levels of participation, is focused on later stages of the implementation process, and is well-suited to be combined with other methods of participation (e.g. citizen science). Conclusions The CP approach constitutes an alternative to existing knowledge co-creation and participatory approaches that may help overcome the problem of the pilot project trap. It can be easily adapted to different contexts but is especially suitable for settings where the development of specific measures for PA promotion is required. However, a successful implementation of the CP process depends on a number of prerequisites, e.g. sufficient resources and the engagement of key persons identified as ‘champions'.


Background
Implementing effective physical activity (PA) interventions into routine practice is challenging once research funds run out, and only a minority of programs are successfully moved from research to practice settings and become embedded in a system. Participatory approaches are seen as a means to overcome this trap and sustainably implement and scale-up programs. This presentation provides methodological and methodological overview of the cooperative planning approach (CP), a participatory method increasingly used in PA promotion in the last years.

Methods
We reviewed the literature to trace the origins of the CP approach, outline its basic theoretical foundations, and summarize its central components and procedures. In addition, we compiled a structured overview of previous CP projects to highlight potential application contexts of the approach. Building on the results of a scoping review, we position the CP method within the body of existing participatory approaches based on Arnstein's ladder of participation.

Results
From a theoretical point of view, CP can be traced to the literature on knowledge co-creation and participatory research. It bears conceptual similarities with various organizationbased planning methods. There are several distinctive characteristics that set it apart, including (a) the heterogeneity and expertise of participants, (b) a specific process sequence, (c) key success indicators, and (d) structured outputs. Variations of the approach have been successfully employed in sports development and physical activity promotion for target groups across the life-course. Positioning CP within the universe of existing approaches shows that it offers comparatively high levels of participation, is focused on later stages of the implementation process, and is well-suited to be combined with other methods of participation (e.g. citizen science).

Conclusions
The CP approach constitutes an alternative to existing knowledge co-creation and participatory approaches that may help overcome the problem of the pilot project trap. It can be easily adapted to different contexts but is especially suitable for settings where the development of specific measures for PA promotion is required. However, a successful implementation of the CP process depends on a number of prerequisites, e.g. sufficient resources and the engagement of key persons identified as 'champions'. Keywords: health promotion theory, participatory approaches, knowledge co-creation, scaling-up, sustainability Abstract citation ID: ckac093.056 S11-2 Cooperative planning with coaching elements in childcare centres: a qualitative investigation of childcare directors' perspectives Christina Mü ller 1 1 Institut fü r angewandte Gesundheitswissenschaften, Coburg University of Applied Sciences and Arts, Coburg, Germany Corresponding author: christina.mueller@uni-wuerzburg.de

Background
Interventions to promote health-enhancing physical activity in early childhood education and care settings are most successful when tailored to the specific needs of each childcare centre and providing ongoing support to address context-specific barriers. Our research project therefore initiated organizational development processes in 12 childcare centres in Southern Germany supported by coaching and self-assessment tools. The staff of each centre was instructed to set three centre-specific SMART goals targeting physical activity and to use Goal Attainment Scaling in order to track the success at implementation. This qualitative study aims at exploring childcare centre directors' views on the guided planning process and identifying facilitators and barriers for its implementation.

Methods
We conducted guided semi-structured interviews with the directors of the centres after the 12-month organizational development process. 9 out of 12 directors were interviewed. The interviews were recorded, transcribed and analysed using qualitative content analysis with inductive category development.

Results
Childcare directors mainly considered themselves to be the person with the greatest responsibility for the success of the process. The coaching was regarded as helpful for structuring the process, involving the whole team and becoming clearer about goals. Several factors were identified as facilitators: a beneficial personnel situation, the intrinsic motivation of staff, good team cooperation, a high priority of physical activity, previous experience with similar projects, pressure for change, individual drivers, a good infrastructure, parents' support and support from the administrating organization. Reported barriers included team conflicts, lack of willingness to accept change and shortness of time.

Conclusions
Several contextual and interpersonal factors seem to influence the extent to which a cooperative planning process can be implemented by the staff of a childcare centre. The results help ii28 European Journal of Public Health, Volume 32 Supplement 2, 2022